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Course 15: Management |
| | 15.00-15.299 | | | 15.30-15.699 | | | 15.70-15.999 plus UROP and Thesis | | |
Work and Organizational Studies15.301 People, Teams, and Organizations Laboratory
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Prereq: None Units: 3-3-9 Surveys individual and social psychology and organization theory interpreted in the context of the managerial environment. Laboratory involves projects of an applied nature in behavioral science. Emphasizes use of behavioral science research methods to test hypotheses concerning decision-making, group behavior, and organizational behavior. Instruction and practice in communication includes report writing, team projects, and oral and visual presentation. 12 units may be applied to the General Institute Laboratory Requirement. Shares lectures with 15.310. J. Carroll 15.302J Power: Interpersonal, Organizational, and Global Dimensions
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(Same subject as 11.045[J], 17.045[J], 21A.127[J]) (Subject meets with 21A.129) Prereq: None Units: 3-0-9 The study of power among individuals and within organizations, markets, and states. Using examples from anthropology and sociology alongside classical and contemporary social theory, explores the nature of dominant and subordinate relationships, types of legitimate authority, and practices of resistance. Examines how people are influenced in subtle ways by those around them, who makes controlling decisions in the family, how people get ahead at work, and whether democracies, in fact, reflect the will of the people. Students taking graduate version complete additional assignments. S. Silbey 15.304 Being Effective: Power and Influence
()Not offered regularly; consult department Prereq: None Units: 3-0-6 Discusses how to map power and interest patterns in organizations, how to understand your own interests and objectives, and how to operate effectively in organizational environments. Provides frameworks as well as a range of practical tools to address these goals. Utilizes a wide range of material drawn from the business and public worlds. Staff 15.305 Leadership and Management
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Prereq: Permission of instructor Units: 3-0-6 Lecture: W3-5 (W59-149) Explores leadership from the military perspective taught by professors of military science from the Army, Navy and Air Force. Survey of basic principles for successfully managing and leading people, particularly in public service and the military. Develops skills in topics such as oral and written communication techniques, planning, team building, motivation, ethics, decision-making, and managing change. Relies heavily on interactive experiential classes with case studies, student presentations, role plays, and discussion. Also appropriate for non-management science majors. Fall: J. Huck (Navy), P. Francik (AF) Spring: B. Collins (Army) No textbook information available 15.308 Leading the Way: Interpersonal and Organizational Strategies for Advancing DE&I
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Prereq: None Units: 3-0-6 Introduces and analyzes competing explanations and claims about inequality within US workplaces; reviews evidence regarding the effectiveness of diversity, equity, and inclusion initiatives and policies; and investigates how race, gender, and other identities may affect employees' experience in work organizations. Significant class time is devoted to experiential exercises to develop skills for interacting effectively with diverse others, managing teams and critical conversations, and advocating thoughtfully for change. Weekly assignments include written reflections based on readings and social science research. Restricted to Sloan MBA students. K. Blackburn, E. Kelly 15.309 Leadership Lessons Learned from the Military
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Prereq: None Units: 2-1-3 [P/D/F] Focuses on the nature of military leadership and its relevance to the civilian professional and organizational experience. Draws on expertise among personnel in the ROTC units at MIT, the service experience of veterans in various MIT Sloan programs, invited keynote speakers, and Sloan faculty. L. Hafrey, J. Preston No textbook information available 15.310 People, Teams, and Organizations
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Prereq: None Units: 2-1-6 Surveys social psychology and organization theory as interpreted in the context of the managerial environment. Covers a number of diverse topics, including motivation and reward systems, social influence, groups and teams, leadership, power, organizational design and culture, and networks and communication patterns. Similar in content to 15.311; shares lectures with 15.301. Preference to non-Course 15 students. J. Carroll 15.311 Organizational Processes
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Prereq: Permission of instructor Units: 2-3-4 Enhances students' ability to take effective action in complex organizational settings by providing the analytic tools needed to analyze, manage, and lead the organizations of the future. Emphasizes the importance of the organizational context in influencing which individual styles and skills are effective. Employs a wide variety of learning tools, from experiential learning to the more conventional discussion of written cases. Centers on three complementary perspectives on organizations: the structural design, political, and cultural "lenses" on organizations. Major team project to analyze an actual organizational change, with oral and written reports. Restricted to first-year Sloan master's students. K. Kellogg 15.312 Organizational Processes for Business Analytics
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Prereq: None Units: 3-0-9 Develops appreciation for organizational dynamics and competence in navigating social networks, working in a team, demystifying rewards and incentives, leveraging the crowd, understanding change initiatives, and making sound decisions. Provides instruction and practice in written and oral communication through presentations, and interpersonal and group exercises. D. White 15.316 Building and Leading Effective Teams
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Prereq: None Units: 3-1-0 [P/D/F] An intensive one-week introduction to leadership, teams, and learning communities. Introduction of concepts and use of a variety of experiential exercises to develop individual and team skills and develop supportive relationships within the Fellows class. Restricted to first-year Leaders for Global Operations students. J. Carroll 15.317 Leadership and Organizational Change
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Prereq: None Units arranged Lecture: M EVE (5.30-7 PM) (E62-262) Course spans the entire two-year Leaders for Global Operations (LGO) program, with a focus on leadership that blends theory and practice. During their first summer in the program, students reflect on exemplary leaders' stories in cases, the arts, journalism, philosophy, and social science, and evaluate their own previous leadership experience. During the succeeding four semesters, they apply the lessons they have learned in class to their off-campus internship and other activities at Sloan, and intensively review that experience as they reach the end of the program. Classes take the form of moderated discussion, with the expectation that students will participate fully in each session; students also submit short, written deliverables throughout the program. Spring: L. Hafrey Summer: L. Hafrey Textbooks (Spring 2024) 15.318 Discovering Your Leadership Signature
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Prereq: None Units: 3-0-6 Credit cannot also be received for 15.739 Provides the tools to better understand an individual's unique way of leading, i.e., one's leadership signature. Involves intensive self-assessment and interactive exercises aimed to identify the leadership patterns that help and hinder one's ability to make change happen. Focuses on identifying core leadership strengths and weaknesses, immunity to change, and developing one's leadership signature. Explores alternative leadership approaches in order to determine capabilities to emulate and plan changes in behavior moving forward. Readings from psychology, family systems, developmental psychology, and leadership literature augment analyses. K. Isaacs 15.320 Strategic Organizational Design
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Prereq: None Units: 3-0-6 Lecture: MW1-2.30 (E51-151) Focuses on effective organizational design in both traditional and innovative organizations, with special emphasis on innovative organizational forms that take advantage of new information technologies. Topics include when to use functional, divisional, or matrix organizations; how IT creates new organizational possibilities; examples of innovative organizational possibilities, such as democratic decision-making, crowd-based organizations, and other forms of collective intelligence. Team projects include inventing new possibilities for real organizations. T. Malone Textbooks (Spring 2024) 15.321 Improvisational Leadership: In-the-Moment Leadership Skills
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Prereq: None Units: 3-0-3 Begins Apr 1. Lecture: T EVE (4-7 PM) (E62-233) Designed to provide a practical understanding of the skills of improvisation and their application to leadership. Examines the essential elements of successful leadership, including creativity, emotional intelligence, adaptability, and the capacity to develop effective influence strategies and build strong teams. Cultivates students' ability to respond to the unexpected with confidence and agility. Each class offers a highly experiential learning laboratory where students practice a wide variety of improvised business scenarios, interactive exercises, and simulations. Fall: D. Giardella Spring: D. Giardella No textbook information available 15.322 Leading Organizations
(); first half of termNot offered regularly; consult department Prereq: None Units: 3-0-3 [P/D/F] Credit cannot also be received for 15.716 Analyzes through lectures, discussions, and class exercises, the human processes underlying organizational behavior. Restricted to Sloan Fellow MBAs. Staff 15.323 Leading from the Middle
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Prereq: None Units: 2-0-1 [P/D/F] Subject Cancelled Students and Leaders for Global Operations (LGO) alumni develop and present case studies that focus on the challenges and opportunities of leading from positions in the middle of an organization. Restricted to Leaders for Global Operations program students. Staff 15.325 Leadership in Disrupted Industries
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Prereq: None Units: 2-0-1 [P/D/F] Exposes students to accomplished leaders facing disruptive forces that are changing their industries, and explores leadership strategies to navigate disruption from the perspective of top management. Student panels prepare a detailed set of questions for each leader based on their organization and industry context. All students write two short papers — the first evaluating the leadership of a prior manager and the second explaining the planned changes to their own leadership approach. R. Pozen, B. Shields 15.326 Seminar in Leadership II
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Prereq: 15.325 Units: 2-0-1 [P/D/F] Begins Apr 1. Lecture: M EVE (5.30-7 PM) (E51-335) Continuation of 15.325, providing students opportunities to meet senior executives of private and public institutions, including current or former policymakers, and discuss challenges associated with the management of country and global affairs. Restricted to Sloan Fellow MBAs. V. D'Silva No textbook information available 15.328 Seminar in Organizational Studies
() Not offered regularly; consult department Prereq: None Units arranged Group study of current topics related to organizational studies. Staff 15.329 Seminar in Organizational Studies
() Not offered regularly; consult department Prereq: None Units arranged Group study of current topics related to organizational studies. Staff 15.335 Organizations Lab: Leading with Impact
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Prereq: None Units: 3-0-6 Lecture: M EVE (4-7 PM) (E62-221) Experiential study of the organizational change process within the larger context of the community in which the organization resides. Exposes students to leadership exemplars in the for-profit, nonprofit, and public sectors. Examines cases of complex social dynamics in areas of housing, employment, credit, education, and criminal justice. Centers around a semester-long action learning project in which students assist a local nonprofit organization in achieving sustainable social justice objectives. Through a project identified with the nonprofit leaders, students apply their knowledge of systems and their practice of leadership to recommend an operational change that advances the mission of the organization. N. Repenning, B. Akinc No textbook information available 15.336 ID Lab: Individual Development and Interpersonal Dynamics
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Prereq: Permission of instructor Units: 3-0-6 Lecture: W8.30-11.30 (E62-262) or W2.30-5.30 (E62-262) or T8.30-11.30 (E62-221) or M8.30-11.30 (E62-221) Introduces specific frameworks and tools to help students refine the relevant leadership skills of self-reflection, inquiry, listening, perspective-taking, and strategic expression. Includes weekly class sessions, written reflections, interactive exercises, and professional executive coaching to enable students to clarify and articulate important aspects of who they are and how they impact others. Includes oral presentations and writing assignments focusing heavily on the cycle of practicing, reflecting, and revising. Students receive extensive, personalized feedback from teaching team, coaches, and classmates. Readings from developmental psychology and leadership literature augment analyses. T. Purinton, L. Bergholz, K. Blackburn, V. Healy-Tangney No textbook information available 15.337 Teams Lab
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Prereq: Permission of instructor Units: 3-0-6 Develops tools, perspectives, and skills needed to be an effective team member and team leader. Begins with frameworks and theories that enable participants to reflect on how they contribute to both negative and positive team outcomes. Later sessions cultivate the self-awareness and skills required to improve team effectiveness as both a participant and a leader. Students must be involved in a co-curricular team activity, such as leading a student club or organizing a conference, to enroll. N. Repenning 15.338 Leadership and Teams Lab
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Prereq: None Units: 3-0-3 Required subject spanning the Sloan Fellows summer term. Introduces foundational leadership frameworks by weaving theory, assignments, living cases, and one-one-one and team coaching together. Building on the observation that conflict is the feedstock of innovation for both teams and organizations, frames the core challenge of leadership as leveraging the benefits of competing perspectives without falling prey to the negative interpersonal dynamics that such differences can catalyze. Offers several tools to develop increased self-awareness and emotional self-regulation to constructively uncover conflict and leverage diversity. Employs a variety of learning modalities, including experiential learning, executive coaching, and facilitated team reflections. Restricted to Sloan Fellow MBA students. N. Repenning 15.339 Developing Leadership Capabilities
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Prereq: Permission of instructor Units: 2-0-4 [P/D/F] Focuses on the key leadership capabilities needed in today's increasingly decentralized organizations: sensemaking, relating, visioning, and inventing. Through conceptual discussions, small group exercises, and self-reflection in a workshop setting, students examine a model of leadership, assess their leadership strengths and weaknesses, articulate their values and aspirations, and practice developing leadership capabilities in interaction with class members. Admission by application. W. Orlikowski, T. Malone No textbook information available 15.341 Individuals, Groups, and Organizations
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Prereq: Permission of instructor Units: 3-0-9 Covers classic and contemporary theories and research related to individuals, groups, and organizations. Designed primarily for doctoral students in the Sloan School of Management who wish to familiarize themselves with research by psychologists, sociologists, and management scholars in the area commonly known as micro organizational behavior. Topics may include motivation, decision making, negotiation, power, influence, group dynamics, and leadership. J. Curhan 15.342 Organizations and Environments
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Prereq: Permission of instructor Units: 3-0-9 Provides an introduction to research in "organizations and environments," an interdisciplinary domain of inquiry drawing primarily from sociology, and secondarily from economics, psychology, and political science. Seeks to understand organizational processes and outcomes in the surrounding economic, cultural, and institutional context in which they are situated. Also provides an introduction to the main groups that together form the Behavioral Policy Sciences (BPS) area of MIT/Sloan, including economic sociology, organization studies, work and employment, strategic management, global management, and technology, innovation, and entrepreneurship. Consists of four modules taught by faculty from each of the four BPS groups, as well as integrative sessions taught by the main instructor. Preference to first-year doctoral students in BPS. S. Silbey 15.345 Doctoral Proseminar in Behavioral and Policy Sciences
() Not offered regularly; consult department Prereq: Permission of instructor Units: 2-0-4 [P/D/F] A professional seminar for doctoral students to report on their research, work on their thesis proposals, and practice their job talks. Also addresses general professional issues such as publishing, searching for jobs, the academic career, etc. Staff 15.347 Doctoral Seminar in Research Methods I
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(Subject meets with 21A.809) Prereq: Permission of instructor Units: 3-0-9 Lecture: F9-12 (E53-354) Introduces the process of social research, emphasizing the conceptualization of research choices to ensure validity, relevance, and discovery. Includes research design and techniques of data collection as well as issues in the understanding, analysis, and interpretation of data. Staff Textbooks (Spring 2024) 15.348 Doctoral Seminar in Research Methods II
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Prereq: 15.347 or permission of instructor Units: 3-0-6 Builds on 15.347 to examine contemporary social research methods in depth. Focuses on making students familiar with the most important quantitative methods (e.g., logit/probit models, models for ordinal and nominal outcomes, count models, event history models). E. Castilla Technology, Innovation and Entrepreneurship15.350 Managing Technological Innovation and Entrepreneurship
()Not offered regularly; consult department Prereq: None Units: 3-0-6 Focuses on the challenges inherent in attempting to take advantage of both incremental innovation and more radical or breakthrough changes in products, processes and services. Highlights the importance of innovation to both new ventures and to large established firms and explores the organizational, economic and strategic problems that must be tackled to ensure innovation is a long term source of competitive advantage. Discussions and class presentations cover non- technical as well as technology-based innovation. Restricted to MIT Sloan Fellows in Innovation and Global Leadership. Staff 15.351J Introduction to Making and Hardware Ventures
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(Same subject as 2.351[J]) Prereq: Permission of instructor Units: 3-0-3 [P/D/F] Introduces core maker technologies alongside the Disciplined Entrepreneurship framework to form a foundation for creating hardware-based ventures. Fosters an understanding of how to make the abstract concrete and develops competency in rapid prototyping. Includes a large hands-on component that builds skills in the various elements of making. Enrollment limited; application required. M. Cameron, M. Culpepper, T. Durak 15.352J StartMIT: Workshop for Entrepreneurs and Innovators
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(Same subject as 6.9302[J]) (Subject meets with 6.9300) Prereq: None Units: 4-0-2 [P/D/F] Designed for students who are interested in entrepreneurship. Introduces practices for building a successful company, such as idea creation and validation, defining a value proposition, building a team, marketing, customer traction, and possible funding models. Students taking graduate version complete different assignments. S. Neal No required or recommended textbooks 15.356 Lead User Innovation Methods
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Prereq: None Units: 4-0-5 Begins Apr 1. Lecture: MW EVE (4-6 PM) (E62-450) Explains both the theory behind lead user innovation development methods, and how they can be profitably used in practice. Covers lead user searches, internet-based crowdsourcing, design by customers using innovation toolkits, and more. Includes visits from industry experts who present cases that illustrate the art required to implement each method. E. Von Hippel No textbook information available 15.357 Economics of Ideas, Innovation and Entrepreneurship
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Prereq: None Units: 3-0-6 Advanced subject in the economics of technological change. Covers the micro-foundations of the knowledge production function (including the role of creativity and the impact of Science), the impact of institutions and strategic interaction on the commercialization of new technology, and the diffusion and welfare impact of ideas and technology. Includes a mixture and explicit comparisons of both theoretical and empirical research. Students should have adequate preparation in microeconomic theory and econometrics. Primarily for PhD students. P. Azoulay, S. Stern 15.358 Platform Strategy and Entrepreneurship
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Prereq: 15.900 or 15.902 Units: 3-0-3 Considers key strategic concepts and ideas useful for managers and entrepreneurs, especially the distinction between a product versus a platform strategy as well as product versus a service strategy. Takes a relatively deep dive into various hardware and software technologies that have stimulated new platforms and business models as well as applications and startup companies in a variety of fields. Topics may include enterprise Software as a Service, blockchain, Gig/sharing economy ventures, AI/ML in self-driving technology and other enterprise applications, cybersecurity, Industrial Internet of Things, and Quantum Computing. Classes consist of lectures, case studies, guest lectures, videos, and weekly student team presentations as well as final papers. M. Cusumano 15.359J Engineering Innovation: Global Security Systems
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(Same subject as 6.9160[J]) Prereq: None Units: 3-3-6 Lecture: F10-1 (56-114) Provides students with the perspective of a chief technology officer and systems engineer in innovation-focused organizations such as the Departments of Defense, DARPA, NATO, and the UN. Discusses technological and innovation measures taken to ensure mutual safety and security globally. Outlines the journey from ideation to impact, revolving around complex engineering design challenges. Involves iterative testing and refinement of solutions, focusing on scalability in operational environments. Emphasis is placed on efficient team-building and leadership within the innovation landscape and is supported by stakeholders. Examines stakeholders' roles in successfully deploying solutions. Develops skills to organize technical thoughts, write impactful reports, and present convincing arguments effectively. Equips students with the ability to navigate design challenges, adjust to engineering frameworks, and manage use case variations. G. Keselman, F. Murray, V. Bulovic, S. Karaman No textbook information available 15.360 Entrepreneurship & Innovation Proseminar
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Prereq: Permission of instructor Units: 2-0-1 Provides an overview of entrepreneurial knowledge for founding, developing and growing new enterprises, primarily focused on companies with a technological base. Aimed at students who are enthusiastic about possible careers as entrepreneurs or "joiners" in early-stage firms. Weekly lectures and discussions by academic and practitioner faculty in the MIT Entrepreneurship Program and by leaders of related MIT entrepreneurship activities, e.g., Trust Center for MIT Entrepreneurship, Deshpande Center, and Venture Mentoring Service, as well as by successful entrepreneurs and venture capitalists. Includes student Open Mic presentations and discussion of new business ideas, as well as project study of existing young companies. Enrollment in Silicon Valley Study Tour for the following spring term is required. No listeners; restricted to students in Sloan Entrepreneurship and Innovation (E&I) MBA track. S. Stern, B. Aulet 15.361 Executing Strategy for Results
(); first half of termNot offered regularly; consult department Prereq: None Units: 3-0-6 [P/D/F] Credit cannot also be received for 15.711 Provides students an alternative to the mechanistic view of strategy execution that reframes an organization as a complex network of teams continuously adjusting to market conditions and to other teams. Introduces the Flexible Execution Model, consisting of seven elements; strategy for execution, shared context, goals 2.0, resource re-allocation, distributed leaders, top leaders, and execution culture that together shape how well an organization executes its strategy. Discusses a set of practical tools, based on research and field-tested, that help leaders achieve their organizations' strategic priorities. Explores novel ways to use data including surveys, Glassdoor reviews, and other sources to measure strategy execution and identify what is and is not working. Preference given to Master of Business Administration students. Staff 15.363J Strategic Decision Making in Life Science Ventures
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(Same subject as HST.971[J]) Prereq: None Units: 3-0-6 Lecture: W EVE (5.30-8.30 PM) (E62-233) Surveys key strategic decisions faced by managers, investors and scientists at each stage in the value chain of the life science industry. Aims to develop students' ability to understand and effectively assess these strategic challenges. Focuses on the biotech sector, with additional examples from the digital health and precision medicine industries. Includes case studies, analytical models, and detailed quantitative analysis. Intended for students interested in building a life science company or working in the sector as a manager, consultant, analyst, or investor. Provides analytical background to the industry for biological and biomedical scientists, engineers and physicians with an interest in understanding the commercial dynamics of the life sciences or the commercial potential of their research. J. Fleming, A. Zarur No textbook information available 15.364 Innovation Ecosystems for Regional Entrepreneurship Acceleration Leaders (iEco4REAL)
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Prereq: None Units: 3-0-6 Credit cannot also be received for 15.3641 Lecture: T EVE (5-8 PM) (E62-262) Aimed at students seeking an action-oriented understanding of innovation ecosystems, such as Silicon Valley, Greater Boston, Singapore, Lagos, and other sites across the globe. Provides a framework for analyzing these critical innovation economies from the perspective of key stakeholders: large corporations, governments, universities, entrepreneurs, and risk capital providers. Outlines the design and delivery of policies and programs (e.g., hackathons, accelerators, prizes, tax policy, immigration policy) intended to accelerate innovation-driven entrepreneurship in an ecosystem. Focused on how these programs can be used to drive corporate innovation and entrepreneurship and build stronger cultures of innovation. Meets with 15.3641 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. P. Budden No textbook information available 15.3641 Innovation Ecosystems for Regional Entrepreneurship Acceleration Leaders (iEco4REAL)
()Not offered regularly; consult department Prereq: None Units: 3-0-6 Credit cannot also be received for 15.364 Aimed at students seeking an action-oriented understanding of innovation ecosystems, such as Silicon Valley, Greater Boston, Singapore, Lagos, and other sites across the globe. Provides a framework for analyzing these critical innovation economies from the perspective of key stakeholders: large corporations, governments, universities, entrepreneurs, and risk capital providers. Outlines the design and delivery of policies and programs (e.g., hackathons, accelerators, prizes, tax policy, immigration policy) intended to accelerate innovation-driven entrepreneurship in an ecosystem. Focuses on how these programs can be used to drive corporate innovation and entrepreneurship and build stronger cultures of innovation. Meets with 15.364 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. P. Budden, F. Murray 15.365 Overcoming Obstacles to Entrepreneurial Success
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Prereq: 15.360, 15.378, 15.390, 15.399, or permission of instructor Units: 3-0-6 Identifying, understanding, and coping with the key problems from founding a firm throughout its full life cycle to success. Each week a successful MIT-alum entrepreneur forwards a brief on their major issue that had to be overcome. Guest speakers include prominent entrepreneurial role models. Student teams propose solutions for class discussion followed by the speaker's response and what they actually did and why. The speaker then relates the rest of the firm's development up to the present. Class begins with the research on the day's focus and ends with student teams creating one-page take-aways. Delta v, MIT Fuse, MIT 100K Finals, Sandbox or the EMBA Program are also accepted prereqs. Exemplifies the preferred dual-track entrepreneurial education, integrating academic research and practitioner experience. E. Roberts 15.366 Climate & Energy Ventures
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Prereq: Permission of instructor Units: 3-0-9 Project-based approach to innovation and venture creation in the energy sector and sectors that can mitigate climate change. Explores how innovation and entrepreneurial concepts apply (or do not apply) to the significant opportunities in these industries. Working in teams, students create new ventures specifically for the energy sector or to address climate change. Lectures guide teams through key elements of their projects. 15.390 is recommended as a prerequisite. T. Hynes, F. O'Sullivan, L. Wayman, J. Pless 15.367J Healthcare Ventures
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(Same subject as HST.978[J]) Prereq: None Units: 3-0-9 Lecture: R EVE (4-6 PM) (E62-233) Recitation: T3 (VIRTUAL) Addresses healthcare entrepreneurship with an emphasis on startups bridging care re-design, digital health, medical devices, and new healthcare business models. Includes prominent speakers and experts from key domains across venture capital, medicine, pharma, med devices, regulatory, insurance, software, design thinking, entrepreneurship, including many alumni from the class sharing their journeys. Provides practical experiences in venture validation/creation through team-based work around themes. Illustrates best practices in identifying and validating health venture opportunities amid challenges of navigating healthcare complexity, team dynamics, and venture capital raising process. Intended for students from engineering, medicine, public health, and MBA programs. Video conference facilities provided to facilitate remote participation by Executive MBA and traveling students. M. Gray, Z. Chu Textbooks (Spring 2024) 15.368 Disciplined Entrepreneurship Lab
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Prereq: None Units: 1-0-5 [P/D/F] Project-based course offering the opportunity to experience startup life in a low stakes environment while contributing strategic value to early-stage ventures. Students secure a startup project of their choice or work with a startup pre-selected by the action learning team. Startups represent a range of industries and, while concentrated in the Boston area, may also come from other parts of the US. Students cannot drop course once project commences. B. Aulet, P. Cheek No textbook information available 15.369 Entrepreneurship in Organizations
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Prereq: None Units: 3-0-6 Lecture: W EVE (4-7 PM) (E51-395) Addresses the practical steps that can be taken to make existing organizations (corporations, non-profits, government, etc.) become more entrepreneurial. Uses a systematic approach to integrate lectures, exercises, guest speakers, and a team project. Application required. S. Neal, S. Siegel, Y. Kuo No required or recommended textbooks 15.371J Innovation Teams
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(Same subject as 2.907[J], 10.807[J]) Prereq: None Units: 4-4-4 Introduces skills and capabilities for real-world problem solving to take technology from lab to societal impact: technical and functional exploration, opportunity discovery, market understanding, value economics, scale-up, intellectual property, and communicating/working for impact across disciplines. Students work in multidisciplinary teams formed around MIT research breakthroughs, with extensive in-class coaching and guidance from faculty, lab members, and select mentors. Follows a structured approach to innovating in which everything is a variable and the product, technology, and opportunities for new ventures can be seen as an act of synthesis. Teams gather evidence that permits a fact-based iteration across multiple application domains, markets, functionalities, technologies, and products, leading to a recommendation that maps a space of opportunity and includes actionable next steps to evolve the market and technology. L. Perez-Breva, D. Hart 15.373J Venture Engineering
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(Same subject as 2.912[J], 3.085[J]) Prereq: None Units: 3-0-9 Lecture: MW9.30-11 (9-354) Provides an integrated approach to the development and growth of new innovative ventures. Intended for students who seek to leverage their engineering and science background through innovation-driven entrepreneurship. Emphasizes the concept that innovation-driven entrepreneurs must make a set of interdependent choices under conditions of high uncertainty, and demonstrates that venture engineering involves reducing uncertainty through a structured process of experimental learning and staged commitments. Provides deep understanding of the core technical, customer, and strategic choices and challenges facing start-up innovators, and a synthetic framework for the development and implementation of ventures in dynamic environments. S. Stern, E. Fitzgerald, B. Aulet No textbook information available 15.374 Organizing for Innovation
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Prereq: None Units: 3-0-3 Ends Mar 15. Lecture: MW8.30-10 (E51-335) Builds an understanding of what it means for an organization to 'manage' innovation. Subject has four parts: the sources of innovation (from the research lab, to local innovation ecosystems, to open innovation); motivating technical or/and creative professionals (incentives, structure, and culture); organizing the innovation process (from the study product development processes to R&D portfolios to building an experimental capacity); and emphasizing the connection between the management of innovation and competitive strategy. P. Azoulay No textbook information available 15.375J Global Ventures
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(Same subject as EC.731[J], MAS.665[J]) Prereq: Permission of instructor Units: 3-0-9 Seminar on founding, financing, and building entrepreneurial ventures in developing nations. Challenges students to craft enduring and economically viable solutions to the problems faced by these countries. Cases illustrate examples of both successful and failed businesses, and the difficulties in deploying and diffusing products and services through entrepreneurial action. Explores a range of established and emerging business models, as well as new business opportunities enabled by innovations emerging from MIT labs and beyond. Students develop a business plan executive summary suitable for submission in the MIT $100K Entrepreneurship Competition's Accelerate Contest or MIT IDEAS. R. Raskar 15.376J AI for Impact: Solving Societal-Scale Problems
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(Same subject as MAS.664[J]) Prereq: None Units: 3-0-6 Lecture: R10-12 (E14-633) Seminar promotes internal and external entrepreneurship, based on artificial intelligence (AI) technologies, to increase understanding of how digital innovations grow into societal change. Cases illustrate examples of both successful and failed businesses, as well as difficulties in deploying and diffusing products. Explores a range of business models and opportunities enabled by emerging AI innovations. Students craft a business analysis for one of the featured technology innovations. Past analyses have become the basis for research publications, and new ventures. Particular focus on AI and big data, mobile, and the use of personal data. R. Raskar, P. Agrawal, S. Karaman No textbook information available 15.378 Building an Entrepreneurial Venture: Advanced Tools and Techniques
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Prereq: Permission of instructor Units: 3-1-8 Credit cannot also be received for 15.3781 Lecture: M EVE (5.30-8.30 PM) (E40-160) Intensive, project-based subject intended for startup teams already working on building a new, high-impact venture. Applies advanced entrepreneurial techniques to build and iterate a venture in a time-compressed manner. Includes weekly coaching sessions with instructors and peers, as well as highly interactive and customized sessions that provide practical, in-depth coverage on key topics in entrepreneurship. Topics include venture creation, primary market research, product development, market adoption, team and culture, and scaling processes with constrained resources. Meets with 15.3781 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Application required; consult instructor. No listeners. Fall: K. Ligris, K. Johnson, S. Kries Lacey, K. Arnold Spring: K. Ligris, K. Johnson, S. Kries Lacey, K. Arnold No textbook information available 15.3781 Building an Entrepreneurial Venture: Advanced Tools and Techniques
()Not offered regularly; consult department Prereq: 15.3901 or permission of instructor Units: 3-1-8 Credit cannot also be received for 15.378 Intensive, project-based subject intended for startup teams already working on building a new, high-impact venture. Applies advanced entrepreneurial techniques to build and iterate a venture in a time-compressed manner. Includes weekly coaching sessions with instructors and peers, as well as highly interactive and customized sessions that provide practical, in-depth coverage on key topics in entrepreneurship. Topics include venture creation, primary market research, product development, market adoption, team and culture, and scaling processes with constrained resources. Meets with 15.378 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Application required; consult instructor. No listeners. Staff 15.379J Mobility Ventures: Driving Innovation in Transportation Systems
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(Same subject as 11.529[J]) (Subject meets with 11.029[J], 15.3791[J]) Prereq: None Units: 3-3-6 Explores technological, behavioral, policy, and systems-wide frameworks for innovation in transportation systems, complemented with case studies across the mobility spectrum, from autonomous vehicles to urban air mobility to last-mile sidewalk robots. Students interact with a series of guest lecturers from CEOs and other business and government executives who are actively reshaping the future of mobility. Interdisciplinary teams of students collaborate to deliver business plans for proposed mobility-focused startups with an emphasis on primary market research. Students taking graduate version complete additional assignments. J. Zhao, J. Moavenzadeh, J. Larios Berlin 15.3791J Mobility Ventures: Driving Innovation in Transportation Systems
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(Same subject as 11.029[J]) (Subject meets with 11.529[J], 15.379[J]) Prereq: None Units: 3-3-6 Explores technological, behavioral, policy, and systems-wide frameworks for innovation in transportation systems, complemented with case studies across the mobility spectrum, from autonomous vehicles to urban air mobility to last-mile sidewalk robots. Students interact with a series of guest lecturers from CEOs and other business and government executives who are actively reshaping the future of mobility. Interdisciplinary teams of students collaborate to deliver business plans for proposed mobility-focused startups with an emphasis on primary market research. Students taking graduate version complete additional assignments. Preference to juniors and seniors. J. Zhao, J. Moavenzadeh, J. Larios Berlin 15.382 Managing Innovation in Financial Institutions
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Prereq: None Units: 3-0-6 Provides a practical guide to managing financial service firms, such as mutual funds, sovereign funds, banks, insurance companies, and pension plans. Focuses on strategies for adopting innovative products and services in responding to unmet financial needs and disrupting existing parts of the financial sector. R. Pozen 15.383 Corporate Boards: Functions and Responsibilities
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Prereq: None Units: 3-0-3 Begins Apr 1. Lecture: MW10-11.30 (E62-250) +final Provides a practical guide to the functions and responsibilities of directors on boards of public and private companies. Focuses on the activities of the audit, compensation, and nominating committees, as well as the duties of directors in battles for control. R. Pozen No textbook information available 15.385 Innovating for Impact
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Prereq: None Units: 3-0-3 Provides a structured approach to innovation and entrepreneurship that creates business value while solving social and environmental problems. Covers physical domains of sustainability, e.g., waste, water, food, energy, and mobility, as well as social and human capital domains, such as health and education. Students explore case studies of critical decisions made in the early stages of an enterprise that help determine its impact. Considers perspective and tools applicable to the startup context or to new lines of business in existing enterprises. J. Jay 15.386 Leading in Ambiguity: Steering Through Strategic Inflection Points
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Prereq: None Units: 3-0-3 Begins Apr 1. Lecture: TR10-11.30 (E62-233) Develops the skills required to think and lead in complex, ambiguous, multi-dimensional situations. Senior leaders from a wide variety of organizations, both public and private, profit and non-profit, large and small, discuss complex real-life situations. Students are frequently asked to take a position about how they might approach each situation, perhaps using management frameworks they have studied previously. Executives then discuss what they did, or are doing, and reflect on their own journeys as enterprise-level leaders. Assignments ask students to reflect on how they have and will show up as leaders in a variety of contexts. Restricted to Sloan graduate students. No listeners or guests. Fall: T. Chilton Spring: T. Chilton No textbook information available 15.387 Entrepreneurial Sales
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Prereq: 15.390 or read the book Disciplined Entrepreneurship Units: 3-0-9 Lecture: MW4-5.30 (E51-335) Instruction in the fundamental Go-to-Market motions and how to identify, build and execute on the right motion(s) for technology startups. This includes not only building out a sales organization, but also the underlying processes and sales fundamentals required to measure results and sustain competitive advantage. This course is highly relevant to anyone interested in building a business or better understanding how to drive revenue from founding to scale. Fall: B. Aulet, J. Baum Spring: J. Baum, A. Blake, M. Faingezicht No required or recommended textbooks 15.388 Venture Creation Tactics
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Prereq: 15.390 and permission of instructor Units: 3-1-8 Lecture: T EVE (4-7 PM) (E51-151) Advanced, intensive, project-based subject intended for solo-founders or startup teams already working on building a new, high-impact venture, with a refined business plan. Supports students in their development of data to derisk the opportunity of pursuing a new venture full-time for founders, investors, and new recruits. This lab-style class promotes rapid experimentation by connecting the dots from the frameworks, concepts, and first principles covered in the introductory entrepreneurship subjects and guides students on how to tactically apply them in real-world situations. Topics include: advanced early go-to-market, enhanced target customer profile and persona development, digital advertising, outbound sales, UX design, rapid prototyping, recruiting early team members, and executing a fundraising plan. Application required; consult instructor. No listeners. Fall: P. Cheek, N. Venna, G. Whitfield Spring: P. Cheek Textbooks (Spring 2024) 15.389 Global Entrepreneurship Lab
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Prereq: None Units: 3-1-8 Experiential study of the climate for innovation and determinants of entrepreneurial success. Students work in teams of four with the top management of a company to address a real world business challenge, gaining insight as to how companies build, run, and scale a new enterprise. Focuses primarily on start-ups operating in emerging markets. Restricted to graduate students. Fall: S. Johnson, M. Jester IAP: M. Jester No textbook information available 15.390 New Enterprises
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Prereq: None Units: 2-2-8 Credit cannot also be received for 15.3901 Lecture: MW2.30-4 (32-155) or MW4-5.30 (E62-233) Covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise. Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers and raising funds. Students develop detailed business plans for a start-up. Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process. Meets with 15.3901 when offered concurrently. Fall: B. Aulet, P. Cheek Spring: B. Aulet, P. Cheek, J. Pless No textbook information available 15.3901 New Enterprises
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Prereq: None Units: 2-2-8 Credit cannot also be received for 15.390 Lecture: MW2.30-4 (32-155) Recitation: F1 (E40-160) Covers the process of identifying and quantifying market opportunities, then conceptualizing, planning, and starting a new, technology-based enterprise. Topics include opportunity assessment, the value proposition, the entrepreneur, legal issues, entrepreneurial ethics, the business plan, the founding team, seeking customers, and raising funds. Students develop detailed business plans for a start-up. Intended for students who want to start their own business, further develop an existing business, be a member of a management team in a new enterprise, or better understand the entrepreneur and the entrepreneurial process. Meets with 15.390 when offered concurrently. Students taking graduate version complete additional assignments. Fall: B. Aulet, S. Stern, P. Cheek Spring: B. Aulet, P. Cheek, J. Pless No textbook information available 15.392 Scaling Entrepreneurial Ventures
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Prereq: 10.807 or 15.390 Units: 3-0-3 Surveys the personal, institutional and operational challenges involved in scaling an entrepreneurial venture. Discusses both effective and ineffective solutions. Addresses topics such as leadership, culture, operations, governance, and human resources. Includes case studies and guest speakers. E. Cohen, B. Halligan, J. Larios Berlin 15.393 The Nuts and Bolts of New Ventures
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Prereq: None Units: 1-0-2 [P/D/F] URL: http://nutsandbolts.mit.edu/ Designed to foster an understanding of how to start a new venture (for-profit and social/development). Details the process from an idea's inception to the development of a successful new venture to deliver products and services enabled by the idea. Explores customer identification, the business/economic models, financial projections, legal and operational issues, and financing alternatives and sources. All sessions taught by persons who have actually launched or have been involved in successful ventures. J. Hadzima No required or recommended textbooks 15.394 Entrepreneurial Founding and Teams
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Prereq: None Units: 3-0-6 Credit cannot also be received for 15.3941 Lecture: TR1-2.30 (E51-325) Explores key organizational and strategic decisions in founding and building a new venture. Through a series of cases, readings, and activities, students examine the trade-offs and consequences of early founder decisions: whom to include in the founding team, how to allocate equity among co-founders, how to determine founder roles, how to hire and motivate early-employees, and whether to involve external investors. Aims to equip students with tools and frameworks to help them understand the implications of early decisions, and to build enduring resources that enable the venture to execute even if the original plan changes substantially. Meets with 15.3941 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Fall: T. Stuart Spring: E. Scott No textbook information available 15.3941 Entrepreneurial Founding and Teams
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Prereq: None Units: 3-0-6 Credit cannot also be received for 15.394 Lecture: TR1-2.30 (E51-325) Explores key organizational and strategic decisions in founding and building a new venture. Through a series of cases, readings, and activities, students examine the trade-offs and consequences of early founder decisions: whom to include in the founding team, how to allocate equity among co-founders, how to determine founder roles, how to hire and motivate early-employees, and whether to involve external investors. Aims to equip students with tools and frameworks to help them understand the implications of early decisions, and to build enduring resources that enable the venture to execute even if the original plan changes substantially. Meets with 15.394 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. E. Scott No textbook information available 15.396 Seminar in Entrepreneurship
()Not offered regularly; consult department Prereq: None Units arranged Group study of current topics related to entrepreneurship. Staff 15.397 Seminar in Entrepreneurship
() Not offered regularly; consult department Prereq: None Units arranged Group study of current topics related to high-tech entrepreneurship. Staff 15.398 Corporations at the Crossroads: Leading an Organization Through Change & Challenge
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Prereq: None Units: 2-0-4 Lecture: W EVE (5.30-7.30 PM) (E62-223) Recitation: T9 (E60-112) or T10 (E60-112) or T4 (E60-112) or R9 (E60-112) or R10 (E60-112) or R4 (E60-112) Focuses on the CEO and other analogous leadership roles such as co-founder, chairman of the board, etc. Provides a unique opportunity for students to interact with some of the world's leading organizational leaders who are invited to participate in each class. The guest speakers offer advice and answer questions related to issues in management, strategy, and leadership, and the fulfillment experienced via their role and responsibilities. Fall: D. Schmittlein, S. Hockfield Spring: S. Hockfield No textbook information available 15.399 Entrepreneurship Lab
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Prereq: None Units: 2-9-1 Credit cannot also be received for 15.3991 Lecture: M EVE (6-9 PM) (E51-151) Project-based subject, in which teams of students from MIT and surrounding colleges work with startups on problems of strategic importance to the venture. Provides an introduction to entrepreneurship, and the action learning component allows students to apply their academic knowledge to the problems faced by entrepreneurial firms. Popular sectors include software, hardware, robotics, clean technology, and life sciences. Meets with 15.3991 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Fall: K. Hickey Spring: K. Hickey, D. Patel, K. Boucher No textbook information available 15.3991 Entrepreneurship Lab
()Not offered regularly; consult department Prereq: None Units: 2-9-1 Credit cannot also be received for 15.399 Project-based subject, in which teams of students from MIT and surrounding colleges work with startups on problems of strategic importance to the venture. Lectures provide an introduction to entrepreneurship, and the action learning component allows students to apply their academic knowledge to the problems faced by entrepreneurial firms. Popular sectors include software, hardware, robotics, clean technology, and life sciences. Meets with 15.399 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. T. Cotter, K. Boucher, D. Patel Finance15.401 Managerial Finance
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Prereq: None Units: 4-0-5 URL: https://acrobat.adobe.com/link/review?uri=urn:aaid:scds:US:ab770d70-7932-3c47-8542-791e7b40e44a Lecture: TR1-2.30 (E51-145) or TR2.30-4 (E51-145) or MW10-11.30 (E52-164) or MW1-2.30 (E51-145) Recitation: W12 (E51-145) or F10 (E51-325, E51-335) or F9 (E51-335) +final Introduction to finance from the perspective of business people and finance professionals. Designed to build effective decision-making skills based on sound financial knowledge, focusing on areas such as day-to-day operational issues and management, launching a startup, or negotiating option bonuses. Provides a firm grounding in the modern financial analysis underlying any decision, through three core themes: determining the value of a project, deciding how to finance a project, and managing its risk. Students also hone their ability to negotiate skillfully and speak intelligently about finance. Meets with 15.417 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Some sections are restricted to graduate students only without the permission of the instructor. See syllabus url for further details. Fall: L. Schmidt, E. Matveyev, L. Mota Spring: T. Choukhmane, H. Ru Textbooks (Spring 2024) 15.402 Corporate Finance
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Prereq: 15.401 Units: 3-0-6 Credit cannot also be received for 15.418 Lecture: MW1-2.30 (E52-164) or MW2.30-4 (E52-164) or TR10-11.30 (E62-250) or TR1-2.30 (E62-262) +final Introduction to corporate finance which focuses on financing a firm through turbulence, for innovation, and for growth. Primarily uses case studies to introduce financial analytical tools needed to make real-world value-enhancing business decisions across many industries: how to decide which projects to invest in, how to finance those investments, and how to manage the cash flows of the firm. Meets with 15.418 when offered concurrently. Fall: C. Palmer Spring: M. Farboodi, K. Siani Textbooks (Spring 2024) 15.403 Introduction to the Practice of Finance
(, ); first half of term
Prereq: None Units: 2-0-1 [P/D/F] Ends Mar 15. Lecture: M2.30-4 (E51-149) Explores various career paths within the finance industry, from private equity to public policy, FinTech to social impact, investment banking to investment management, corporate finance to venture capital. Students engage with industry professionals about the challenges they face and how their part of the industry is changing. They also network with peers to discover the challenges and rewards associated with various careers, and explore how coursework connects with industry practice. Restricted to first year MBA students in the Finance Track. Fall: T. Bertsekas Spring: T. Bertsekas No textbook information available 15.410 Finance Ethics & Regulation
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Prereq: None Units: 2-0-1 [P/D/F] Explores a range of ethical issues and challenges that arise in organizations and financial practice. Provides fundamental theories typically used to evaluate ethical dilemmas and references both real situations and hypothetical examples. Highlights the importance of ethical values and their impact on financial regulation for professional practice. Discusses the various factors that influence ethical behavior, such as family, religious values, personal standards and needs, senior leadership behavior, norms among colleagues, organizational expressed and implicit standards, and broader community values. Restricted to students in the Master of Finance Program. J. Cohen, E. Golding 15.414 Financial Management
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Prereq: 15.511 Units: 3-0-6 Credit cannot also be received for 15.724 Provides a rigorous introduction to corporate finance and capital markets, with an emphasis on applications vital to corporate managers. Exposes students to the major financial decisions made by leaders within a firm and to the ways the firm interacts with investors, with a focus on valuation. Topics include project and company valuation, measuring risk and return, stock pricing, corporate financing policy, the cost of capital, and risk management. Presents a broad overview of both theory and practice. Restricted to Sloan Fellow MBAs. E. Verner 15.415 Foundations of Modern Finance
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Prereq: None Units: 6-0-9 Core theory of capital markets and corporate finance. Topics include functions and operations of capital markets, analysis of consumption-investment decisions of investors, valuation theory, financial securities, risk analysis, portfolio theory, pricing models of risky assets, theory of efficient markets, as well as investment, financing and risk management decisions of firms. Provides a theoretical foundation of finance and its applications. Restricted to students in the Master of Finance Program. J. Wang 15.417 Laboratory in Investments
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Prereq: None Units: 3-3-9 Lecture: TR1-2.30 (E51-145) or TR2.30-4 (E51-145) Lab: F1-4 (E62-221) Recitation: W12 (E51-145) or F10 (E51-325) +final Introduction to finance with a lab component that puts theory into practice. Designed to build effective decision-making skills for business and to develop hands-on analytical techniques that are used by investment managers and traders. Lectures provide a firm grounding in financial analysis--determining the value of a decision, deciding how to finance a project, and assessing its risk. Lab sessions introduce students to modern tools and methods used in financial markets. Through team projects, students develop and test asset-pricing models, forecasting methods, and investment strategies using real-world market data. Provides instruction in writing and speaking from a financial perspective. Meets with 15.401 when offered concurrently. P. Mende No textbook information available 15.418 Laboratory in Corporate Finance
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Prereq: None. Coreq: 15.501 Units: 4-2-9 Credit cannot also be received for 15.402 Introduction to corporate finance. Classroom portion primarily uses case studies to introduce financial analytical tools needed to make real-world value-enhancing business decisions across many industries: how to decide which projects to invest in, how to finance those investments, and how to manage the cash flows of the firm. Laboratory sessions are organized around team valuation projects, such as valuation of an oil field and analysis of a potential merger between two public firms proposed by student teams. Projects require extensive use of financial databases. Laboratory sessions also provide instruction on writing and speaking on financial topics. Meets with 15.402 when offered concurrently. C. Palmer 15.425 Corporate Finance
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Prereq: 15.415 Units: 3-0-6 Foundational, applied course providing instruction in the tools and techniques of corporate financial management from the perspective of the CFO. Case studies present the financial tools needed to make value-enhancing business decisions: how to decide which projects to invest in, how to finance those investments, and how to manage the cash flows of the firm. Topics include capital budgeting, investment decisions and valuation; working capital management, security issues; dividend policy; optimal capital structure; and real options analysis. Restricted to students in the Master of Finance Program. K. Asquith 15.426J Real Estate Finance and Investment
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(Same subject as 11.431[J]) Prereq: Permission of instructor Units: 4-0-8 Concepts and techniques for analyzing financial decisions in commercial property development and investment. Topics include property income streams, discounted cash flow, equity valuation, leverage and income tax considerations, development projects, and joint ventures. An introduction to real estate capital markets as a source of financing is also provided. Limited to graduate students. W. Torous 15.429J Securitization of Mortgages and Other Assets
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(Same subject as 11.353[J]) Prereq: 11.431, 15.401, or permission of instructor Units: 3-0-3 Begins Apr 1. Lecture: TR1-2.30 (9-354) Investigates the economics and finance of securitization. Considers the basic mechanics of structuring deals for various asset-backed securities. Investigates the pricing of pooled assets, using Monte Carlo and other option pricing techniques, as well as various trading strategies used in these markets. Limited to 55. W. Torous No textbook information available 15.431 Entrepreneurial Finance and Venture Capital
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Prereq: 15.402, 15.414, or 15.415 Units: 3-0-6 Credit cannot also be received for 15.4311 Examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures, and the early stages of company development. Addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of a company; and how funding, employment contracts and exit decisions should be structured. Aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In-depth analysis of the structure of the private equity industry. Meets with 15.4311 when offered concurrently. Expectations and evaluation criteria for graduate students will differ from those of undergraduates; consult syllabus or instructor for specific details. M. Rhodes-Kropf 15.4311 Entrepreneurial Finance and Venture Capital
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Prereq: 15.417 Units: 3-0-6 Credit cannot also be received for 15.431 Examines the elements of entrepreneurial finance, focusing on technology-based start-up ventures, and the early stages of company development. Addresses key questions which challenge all entrepreneurs: how much money can and should be raised; when should it be raised and from whom; what is a reasonable valuation of a company; and how funding, employment contracts and exit decisions should be structured. Aims to prepare students for these decisions, both as entrepreneurs and venture capitalists. In-depth analysis of the structure of the private equity industry. Meets with 15.431 when offered concurrently. Expectations and evaluation criteria for graduate students will differ from those of undergraduates; consult syllabus or instructor for specific details. M. Rhodes-Kropf 15.433 Financial Markets
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(Subject meets with 15.4331) Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6 Provides students with a solid understanding of key financial markets and the empirical skills and tools used to support decision making. Employs an in-depth, empirically-driven exploration of markets, including equity, fixed income, and derivatives. Students apply real-world financial data to test and understand financial models, focusing on key risk factors and risk management concerns in these markets, along with the quantitative tools used to analyze risk. Discusses major institutions and players involved in each market, the evolution of the markets, and issues such as liquidity. Meets with 15.4331 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Staff 15.4331 Financial Markets
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(Subject meets with 15.433) Prereq: 15.417 Units: 3-0-6 Provides students with a solid understanding of key financial markets and the empirical skills and tools used to support decision making. Employs an in-depth, empirically-driven exploration of markets, including equity, fixed income, and derivatives. Students apply real-world financial data to test and understand financial models, focusing on key risk factors and risk management concerns in these markets, along with the quantitative tools used to analyze risk. Discusses major institutions and players involved in each market, the evolution of the markets, and issues such as liquidity. Meets with 15.433 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. Preference to Course 15 students. H. Ru 15.434 Advanced Corporate Finance
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Prereq: 15.402, 15.414, or 15.415 Units: 3-0-6 Credit cannot also be received for 15.4341 Exposes students to advanced application of tools and techniques of corporate financial management. Covers complex valuations, modelling of capital structure decisions, financial restructuring, analysis and modelling of merger transactions, and real options. Additional topics include security design, choice of financial instruments, pricing of convertible bonds and convertible preferred stocks. Also covers project finance and other hybrid financing facilities. E. Matveyev 15.4341 Advanced Corporate Finance
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Prereq: 15.418 Units: 3-0-6 Credit cannot also be received for 15.434 Exposes students to advanced application of tools and techniques of corporate financial management. Covers complex valuations, modelling of capital structure decisions, financial restructuring, analysis and modelling of merger transactions, and real options. Additional topics include security design, choice of financial instruments, pricing of convertible bonds and convertible preferred stocks. Also covers project finance and other hybrid financing facilities. E. Matveyev 15.436 Corporate Financial Strategy
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Prereq: 15.402, 15.414, or 15.415 Units: 3-0-6 Case-based subject that bridges theory and practice in corporate finance, exploring the connection between finance and strategy. Covers a range of transactions and financial engineering steps used by companies to pursue their strategic goals, such as carve-outs, spin-offs, and related tools to break up and refocus business assets; special purpose vehicles to raise non-traditional capital and reconfigure corporate assets and operations; diversification as a financial strategy; control setups such as dual class shares; recapitalizations and strategic use of debt leverage; steps to address financial distress and bankruptcy; and more. Students work in study teams to complete homework assignments and prepare for class discussion. Includes project and team case competition. N. Gregory 15.437 Options and Futures Markets
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Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6 Credit cannot also be received for 15.4371 Lecture: TR1-2.30 (E51-315) +final Students develop the economic intuition and technical skills necessary to understand how to hedge and price derivatives, and how to use them for investment and risk management purposes. Topics include determinants of forward and futures prices, hedging and synthetic asset creation with futures, uses of options in investment strategies, relation between puts and calls, option valuation using binomial trees and Monte Carlo simulation, advanced hedging techniques, exotic options, and applications to corporate securities and other financial instruments. Meets with 15.4371 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. D. Lucas Textbooks (Spring 2024) 15.4371 Options and Futures Markets
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Prereq: 15.417 Units: 3-0-6 Credit cannot also be received for 15.437 Lecture: TR1-2.30 (E51-315) +final Students develop the economic intuition and technical skills necessary to understand how to hedge and price derivatives, and how to use them for investment and risk management purposes. Topics include determinants of forward and futures prices, hedging and synthetic asset creation with futures, uses of options in investment strategies, relation between puts and calls, option valuation using binomial trees and Monte Carlo simulation, advanced hedging techniques, exotic options, and applications to corporate securities and other financial instruments. Meets with 15.437 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. D. Lucas No textbook information available 15.438 Fixed Income Securities and Derivatives
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Prereq: 15.401, 15.414, or 15.415 Units: 3-0-6 Credit cannot also be received for 15.4381 Lecture: TR2.30-4 (E51-315) +final Develops an overall familiarity with fixed income markets and instruments, and a sophisticated understanding of tools used for valuation, and for quantifying, hedging, and speculating on risk. Topics include duration; convexity; modern approaches to modeling the yield curve; interest rate forwards, futures, swaps and options; credit risk and credit derivatives; mortgages; securitization; with applications to recent market and financial policy developments. Meets with 15.4381 when offered concurrently. Expectations and evaluation criteria differ for students taking graduate version; consult syllabus or instructor for specific details. D. Lucas Textbooks (Spring 2024) 15.4381 Fixed Income Securities and Derivatives
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| | 15.00-15.299 | | | 15.30-15.699 | | | 15.70-15.999 plus UROP and Thesis | | |